2024年3月30日发(作者：东郭英才)
管理学第9版练习题附答案0001
Chapter 3 Organizational Culture and Environment: The
Constraints TRUE/FALSE QUESTIONS
THE MANAGER: OMNIPOTENT OR SYMBOLIC?
1. In the symbolic view of management, managers are seen
as directly responsible for
an organization 's success or failure.
2. The current dominant assumption in management theory
suggests that managers
are omnipotent.
3. The view of managers as omnipotent is consistent with the
stereotypical picture of
the take-charge business executive who can overcome any
obstacle in carrying out the org anization 's objectives.
4. The symbolic view of management impact is useful in
explaining the high turnover
among college and professional sports coaches, who can be
considered the
“managers” of their teams.
5. In the omnipotent view of management, much of an
organization 's success or
failure is due to forces outside management 's control.
6. In the symbolic view of management, it is unreasonable to
expect managers to have
a significant effect on the organization 's performance.
7. In the omnipotent view of management, a manager's role
is to create
meaning out of randomness, confusion, and ambiguity.
THE ORGANIZATIO'NS CULTURE
8. An organizational culture refers to a system of shared
meaning.
9. Organizational cultures influence how employees behave
in an organization.
/doc/,anizational culture is
a perception, not reality.
tly, there is no method for analyzing or assessing
organizational culture.
ong cultures have more in flue nee on employees tha
n do
cultures.
weak
increasing body of evidenee suggests that strong
cultures associated with
high orga ni zati onal performa nee.
are
/doc/,pensation structures
are considered to be a primary dimension of
orga ni zati onal culture.
orga ni zatio ns have very weak
cultures.
16. An orga ni zatio n ' s foun der has little in flue nee
on
its culture.
s are repetitive sequences of activities rein force
the key values of an orga ni zati on.
that express and
/doc/,a ni zati onal stories
typically contain
sig nifica nt eve nts or people. n
arrative
regard
ing
ee stock options are one example of might
represe nt orga ni zati onal culture.
material symbol that
link betwee n values and man agerial
straightforward.
behavior is fairly CURRENT ORGANIZATIONAL CULTURE
ISSUES FACING MANAGERS
21.A strong ethical culture is likely to have a powerful
positive
in flue nee on employee behavior.
22丄ow risk tolera nee gen erally leads to high ethical sta
ndards within an orga ni zati on.
23. C ompanies that allow their employees freedom tend to
encourage inno vative
cultures.
24. To encourage a customer-responsive
culture, organizations should formalize and enforce strict
customer service policies.
25. C ustomer service employees tend to provide better
customer service whe n they are
very clear about their employee roles.
26. To in crease customer resp on sive ness, orga ni zati ons
should hire
employees who are outgo ing and frie ndly.
THE ENVIRONMENT
27. The part of the environment directly related to
achievement of an organization ' s
goals is the specific environment.
28. The general environment refers to environmental factors
operating
in side an orga ni zati on.
29. E nvir onmen tal un certa inty can be divided into two
dime nsions: degree
of trust and degree of in tegrati on.
30. Because certainty is a threat to an organization ' s
effectiveness,
managers try to minimize it.
31. The term suppliers in cludes providers of finan cial and
labor in puts.
32. Industry conditions are an example of an organization ' s
general
en vir onment.
33. Economic conditions are part of the organization ' s
specific
en vir onment.
MULTIPLE-CHOICE QUESTIONS
For each of the followi ng choose the an swer that most
completely an swers the questi on.
THE MANAGER: OMNIPOTENT OR SYMBOLIC?
34. Which of the followi ng represe nt the two views of man
agerial impact
on the success or failure of the orga ni zati on?
a. omnipotent and symbolic
b. omnipotent and reflective
c. symbolic and in teractive
d. reflective and in teractive
35. The omn ipote nt view of man ageme nt states that
____________ .
a. the top manager is the only person in charge
b. managers are directly responsible for an organization ' s
success
or failure
c. that there is only one boss in the organization, and she or
he is resp on sible for
delegati ng orders
d. managers have little or no responsibility for an
organization ' s
success or failure 36. ______________ The view of management
is ________________ consistent with the
stereotypical picture of the take-charge bus in ess executive
who can overcome any obstacle in carrying out the organization
' s objectives. a. omnipotent b. symbolic c. functional d. systems
most accurately reflects the symbolic responsible for an
organization ' s success or no responsibility for an organization '
s directly responsible for an organization ' s d. Employees are
directly responsible for an organizati or failure. 38. Internal
constraints that restrict a manage r s decision
options
a. exist within every organization
b. do not exist, as all managers have decision-making
discretion
c. exist only to the extent that upper management imposes
them
d. exist only to the extent that followers won ' t do as they
are told
39. The current dominant assumption in
management theory suggests
a. a balaneed view of managers as symbolic and omnipotent
b. an emphasis on the view that managers are symbolic
c. an emphasis on the view that managers are omnipotent
d.
that both the symbolic and omnipotent views are obsolete
ing to the symbolic view, managers have a(n)
________________
effect on substa ntive orga ni zati onal outcomes.
of the following
view of man ageme nt?
a. Managers are directly
or failure.
b. Managers have little
success or failure.
c. External forces are
success or failure.
on ' s success
a. neutral
b. controlling
c. limited
d. unlimited
41. Managers may be able to expand their areas of discretion
by
a. telling their employees what to do
b. cha nging and in flue ncing their orga ni zati on ' s culture
and en vir onment
c. electing new government officials at the federal and state
level
d. changing employers and working for a different boss
42. The symbolic view of man ageme nt is based upon the
belief that
man agers symbolize ________ .
a. con trol and in flue nee
b. ambiguity and confusion
c. stakeholders ' interests
d. decisions of top management
reality, man agers are most accurately viewed as
________ .
a. dominant over an organization ' s environment
b. neither helpless nor all powerful
c. powerless to in flue nee an orga ni zati on ' s performa nee
d. ultimately responsible for organizational outcomes
THE ORGANIZATION S CULTURE
44. ____________________________________________________ The
culture of an orga ni zati on is an alogous to the
___________________________ of an in dividual.
a. skills
b. personality
c. motivation
d. ability
45. AII orga ni zati onal cultures con sist of each of the followi
ng except
a. shared values
b. principles
c. innovation
d. traditions
46.0rganizational culture is concerned with how members
perceive
the orga ni zati on, not whether they _________ .
a. like the organization
b. like their peers
c. like their bosses
d. like their customers
ng cultures ____________ .
a. are found in orga ni zatio ns with high employee tur no ver
b. have a mini mal in flue nee on employee decisi on making
c. can be found in all organizations that exist
d. have a greater in flue nee on employees tha n do weak
cultures
48. Employees in orga ni zati ons with strong cultures
____________ .
a. are more committed to their organizations
b. are more likely to leave their organizations
c. are more willing to perform illegal activities
d. are more likely to follow directives from peers
49. Which of the following phrases is associated with the
definition of orga ni zati onal
culture?
a. in dividual resp onse
b. shared meaning
c. diversity of thought
d. explicit direct ions
50. Which of the following is not considered to be a
dimension of
orga ni zati onal culture?
a. attention to detail
b. people orientation
c. purchasing policies
d. aggressiveness
51. Which of the follow ing dime nsions of orga ni zati onal
culture is
defined as the degree to which an organization ' s actions
and decisi ons emphasize maintaining the status quo?
a. stability
b. outcome orientation
c. team orientation
d. innovation and risk taking
52. A company whose managers focus on results, rather than
how results are achieved,
most likely possesses a high degree of which of the follow
ing?
a. outcome orientation
b. people orientation
c. team orientation
d. aggressiveness
53. Sony Corporation ' s focus on product innovation is an
example of
which of the follow ing dime nsions of orga ni zati onal
culture?
a. attention to detail
b. people orientation
c. outcome orientation
d. aggressiveness
54. Which of the followi ng most accurately reflects the
differe nee betwee n strong
cultures and weak cultures?
a. Strong cultures tend to encourage employee innovation,
while weak cultures do
not.
b. Weak cultures are found in most organizations, whereas
strong
cultures are relatively rare.
c. Strong cultures have less of an in flue nee on employee
behavior
tha n do weak cultures.
d. Company values are more deeply held and widely shared
in strong cultures tha
n in weak cultures.
55. Corporate ____________ are repetitive sequences of
activities
that express and rein force the values of an orga ni zati on.
a. Ianguages
b. rituals
c. symbols
d. ceremonies
56. Which of the following represents the most significant
ways
through which corporate cultures are tran smitted to
employees?
a. rituals, myths, competitions, and Ianguage
b. symbols, rituals, la nguage, and bus in ess systems
c. stories, rituals, symbols, and Ianguage
d. Ianguage, stories, rituals, and rewards
57. Whe n employees at Microsoft use terms such as work
judo, eat ing your own dog
food, and flat food , they are using orga ni zati onal
a. Ianguages
b. rituals
c. symbols
d. ceremonies
58. Most orga ni zatio ns have _________ cultures.
a. very weak
b. weak to moderate
c. moderate
d. moderate to strong
59. The original source of an organization ' s culture usually
a. is shared among the first workers hired into the
organization
b. is formulated by the board of directors when the
organization is formed
c. identifies what the organization is successful doing
d. reflects the vision or mission of the organization ' s
founder
/doc/,anizational
________________ typically contain narratives about
sig nifica nt eve nts or people in the orga ni zati on.
a. stories
b. rituals
c. charts
d. material symbols
61. All of the following are mentioned in the textbook as
examples of material symbols
except _________________________ .
a. employee dress attire
b. size of employee offices
c. availability of stock options
d. reserved parking spaces for certain employees
62. The link betwee n orga ni zati onal values and man agerial
behavior is
a. usually uncertain
b. fairly straightforward
c. often highly complex
d. relatively dynamic
learning an organization ' s specific Ianguage, members
are
displayi ng their ________________ .
a. willi ngn ess to com muni cate with the orga ni zati on ' s
stockholders
b. con fide nee that they will soon be promoted to greater
resp on sibility
c. willingness to help preserve the culture of the organization
d. consent to share material symbols with the other members
of the orga ni zati on
64. An organization ' s culture affects managers by
______________ .
a. providing them with additional decision-making power
b. restricting them from disciplining certain employees
c. encouraging them to bend or even break company rules
d. establishing what is appropriate and expected behavior
CURRENT ORGANIZATIONAL CULTURE ISSUES FACING
MANAGERS
65. Which of the following is most likely to have a highly
ethical
orga ni zati onal culture?
a. a highly aggressive, competitive bus in ess
b. a company with high risk toleranee
c. a bus in ess that focuses strictly on outcomes
d. a bus in ess with outgo ing and frie ndly employees
66. To en courage ethical cultures, man agers should
a. enforce strict discipline policies
b. encourage employees to compete
c. act in their own self-interest
d. serve as visible role models
67. A company that primarily values a strong sense of
purpose through meanin gful
work has a(n) _________________________________________________
orga ni zati onal culture.
a. spiritual
b. customer-responsive
c. ethical
d. innovative
68. Conscientious employees with good listening skills are
highly
valuable
organizational
culture.
a. ethical
b. innovative
c. customer-responsive
d. spiritual
69. An innovative organizational culture is characterized by
all of
the followi ng characteristics except _________________.
a. freedom
b. conformity
c. debates
d. risk taking
70. Workplace spirituality has become importa nt in the con
temporary
workplace because it helps to _________________ .
for building a(n) _________________________
2024年3月30日发(作者：东郭英才)
管理学第9版练习题附答案0001
Chapter 3 Organizational Culture and Environment: The
Constraints TRUE/FALSE QUESTIONS
THE MANAGER: OMNIPOTENT OR SYMBOLIC?
1. In the symbolic view of management, managers are seen
as directly responsible for
an organization 's success or failure.
2. The current dominant assumption in management theory
suggests that managers
are omnipotent.
3. The view of managers as omnipotent is consistent with the
stereotypical picture of
the take-charge business executive who can overcome any
obstacle in carrying out the org anization 's objectives.
4. The symbolic view of management impact is useful in
explaining the high turnover
among college and professional sports coaches, who can be
considered the
“managers” of their teams.
5. In the omnipotent view of management, much of an
organization 's success or
failure is due to forces outside management 's control.
6. In the symbolic view of management, it is unreasonable to
expect managers to have
a significant effect on the organization 's performance.
7. In the omnipotent view of management, a manager's role
is to create
meaning out of randomness, confusion, and ambiguity.
THE ORGANIZATIO'NS CULTURE
8. An organizational culture refers to a system of shared
meaning.
9. Organizational cultures influence how employees behave
in an organization.
/doc/,anizational culture is
a perception, not reality.
tly, there is no method for analyzing or assessing
organizational culture.
ong cultures have more in flue nee on employees tha
n do
cultures.
weak
increasing body of evidenee suggests that strong
cultures associated with
high orga ni zati onal performa nee.
are
/doc/,pensation structures
are considered to be a primary dimension of
orga ni zati onal culture.
orga ni zatio ns have very weak
cultures.
16. An orga ni zatio n ' s foun der has little in flue nee
on
its culture.
s are repetitive sequences of activities rein force
the key values of an orga ni zati on.
that express and
/doc/,a ni zati onal stories
typically contain
sig nifica nt eve nts or people. n
arrative
regard
ing
ee stock options are one example of might
represe nt orga ni zati onal culture.
material symbol that
link betwee n values and man agerial
straightforward.
behavior is fairly CURRENT ORGANIZATIONAL CULTURE
ISSUES FACING MANAGERS
21.A strong ethical culture is likely to have a powerful
positive
in flue nee on employee behavior.
22丄ow risk tolera nee gen erally leads to high ethical sta
ndards within an orga ni zati on.
23. C ompanies that allow their employees freedom tend to
encourage inno vative
cultures.
24. To encourage a customer-responsive
culture, organizations should formalize and enforce strict
customer service policies.
25. C ustomer service employees tend to provide better
customer service whe n they are
very clear about their employee roles.
26. To in crease customer resp on sive ness, orga ni zati ons
should hire
employees who are outgo ing and frie ndly.
THE ENVIRONMENT
27. The part of the environment directly related to
achievement of an organization ' s
goals is the specific environment.
28. The general environment refers to environmental factors
operating
in side an orga ni zati on.
29. E nvir onmen tal un certa inty can be divided into two
dime nsions: degree
of trust and degree of in tegrati on.
30. Because certainty is a threat to an organization ' s
effectiveness,
managers try to minimize it.
31. The term suppliers in cludes providers of finan cial and
labor in puts.
32. Industry conditions are an example of an organization ' s
general
en vir onment.
33. Economic conditions are part of the organization ' s
specific
en vir onment.
MULTIPLE-CHOICE QUESTIONS
For each of the followi ng choose the an swer that most
completely an swers the questi on.
THE MANAGER: OMNIPOTENT OR SYMBOLIC?
34. Which of the followi ng represe nt the two views of man
agerial impact
on the success or failure of the orga ni zati on?
a. omnipotent and symbolic
b. omnipotent and reflective
c. symbolic and in teractive
d. reflective and in teractive
35. The omn ipote nt view of man ageme nt states that
____________ .
a. the top manager is the only person in charge
b. managers are directly responsible for an organization ' s
success
or failure
c. that there is only one boss in the organization, and she or
he is resp on sible for
delegati ng orders
d. managers have little or no responsibility for an
organization ' s
success or failure 36. ______________ The view of management
is ________________ consistent with the
stereotypical picture of the take-charge bus in ess executive
who can overcome any obstacle in carrying out the organization
' s objectives. a. omnipotent b. symbolic c. functional d. systems
most accurately reflects the symbolic responsible for an
organization ' s success or no responsibility for an organization '
s directly responsible for an organization ' s d. Employees are
directly responsible for an organizati or failure. 38. Internal
constraints that restrict a manage r s decision
options
a. exist within every organization
b. do not exist, as all managers have decision-making
discretion
c. exist only to the extent that upper management imposes
them
d. exist only to the extent that followers won ' t do as they
are told
39. The current dominant assumption in
management theory suggests
a. a balaneed view of managers as symbolic and omnipotent
b. an emphasis on the view that managers are symbolic
c. an emphasis on the view that managers are omnipotent
d.
that both the symbolic and omnipotent views are obsolete
ing to the symbolic view, managers have a(n)
________________
effect on substa ntive orga ni zati onal outcomes.
of the following
view of man ageme nt?
a. Managers are directly
or failure.
b. Managers have little
success or failure.
c. External forces are
success or failure.
on ' s success
a. neutral
b. controlling
c. limited
d. unlimited
41. Managers may be able to expand their areas of discretion
by
a. telling their employees what to do
b. cha nging and in flue ncing their orga ni zati on ' s culture
and en vir onment
c. electing new government officials at the federal and state
level
d. changing employers and working for a different boss
42. The symbolic view of man ageme nt is based upon the
belief that
man agers symbolize ________ .
a. con trol and in flue nee
b. ambiguity and confusion
c. stakeholders ' interests
d. decisions of top management
reality, man agers are most accurately viewed as
________ .
a. dominant over an organization ' s environment
b. neither helpless nor all powerful
c. powerless to in flue nee an orga ni zati on ' s performa nee
d. ultimately responsible for organizational outcomes
THE ORGANIZATION S CULTURE
44. ____________________________________________________ The
culture of an orga ni zati on is an alogous to the
___________________________ of an in dividual.
a. skills
b. personality
c. motivation
d. ability
45. AII orga ni zati onal cultures con sist of each of the followi
ng except
a. shared values
b. principles
c. innovation
d. traditions
46.0rganizational culture is concerned with how members
perceive
the orga ni zati on, not whether they _________ .
a. like the organization
b. like their peers
c. like their bosses
d. like their customers
ng cultures ____________ .
a. are found in orga ni zatio ns with high employee tur no ver
b. have a mini mal in flue nee on employee decisi on making
c. can be found in all organizations that exist
d. have a greater in flue nee on employees tha n do weak
cultures
48. Employees in orga ni zati ons with strong cultures
____________ .
a. are more committed to their organizations
b. are more likely to leave their organizations
c. are more willing to perform illegal activities
d. are more likely to follow directives from peers
49. Which of the following phrases is associated with the
definition of orga ni zati onal
culture?
a. in dividual resp onse
b. shared meaning
c. diversity of thought
d. explicit direct ions
50. Which of the following is not considered to be a
dimension of
orga ni zati onal culture?
a. attention to detail
b. people orientation
c. purchasing policies
d. aggressiveness
51. Which of the follow ing dime nsions of orga ni zati onal
culture is
defined as the degree to which an organization ' s actions
and decisi ons emphasize maintaining the status quo?
a. stability
b. outcome orientation
c. team orientation
d. innovation and risk taking
52. A company whose managers focus on results, rather than
how results are achieved,
most likely possesses a high degree of which of the follow
ing?
a. outcome orientation
b. people orientation
c. team orientation
d. aggressiveness
53. Sony Corporation ' s focus on product innovation is an
example of
which of the follow ing dime nsions of orga ni zati onal
culture?
a. attention to detail
b. people orientation
c. outcome orientation
d. aggressiveness
54. Which of the followi ng most accurately reflects the
differe nee betwee n strong
cultures and weak cultures?
a. Strong cultures tend to encourage employee innovation,
while weak cultures do
not.
b. Weak cultures are found in most organizations, whereas
strong
cultures are relatively rare.
c. Strong cultures have less of an in flue nee on employee
behavior
tha n do weak cultures.
d. Company values are more deeply held and widely shared
in strong cultures tha
n in weak cultures.
55. Corporate ____________ are repetitive sequences of
activities
that express and rein force the values of an orga ni zati on.
a. Ianguages
b. rituals
c. symbols
d. ceremonies
56. Which of the following represents the most significant
ways
through which corporate cultures are tran smitted to
employees?
a. rituals, myths, competitions, and Ianguage
b. symbols, rituals, la nguage, and bus in ess systems
c. stories, rituals, symbols, and Ianguage
d. Ianguage, stories, rituals, and rewards
57. Whe n employees at Microsoft use terms such as work
judo, eat ing your own dog
food, and flat food , they are using orga ni zati onal
a. Ianguages
b. rituals
c. symbols
d. ceremonies
58. Most orga ni zatio ns have _________ cultures.
a. very weak
b. weak to moderate
c. moderate
d. moderate to strong
59. The original source of an organization ' s culture usually
a. is shared among the first workers hired into the
organization
b. is formulated by the board of directors when the
organization is formed
c. identifies what the organization is successful doing
d. reflects the vision or mission of the organization ' s
founder
/doc/,anizational
________________ typically contain narratives about
sig nifica nt eve nts or people in the orga ni zati on.
a. stories
b. rituals
c. charts
d. material symbols
61. All of the following are mentioned in the textbook as
examples of material symbols
except _________________________ .
a. employee dress attire
b. size of employee offices
c. availability of stock options
d. reserved parking spaces for certain employees
62. The link betwee n orga ni zati onal values and man agerial
behavior is
a. usually uncertain
b. fairly straightforward
c. often highly complex
d. relatively dynamic
learning an organization ' s specific Ianguage, members
are
displayi ng their ________________ .
a. willi ngn ess to com muni cate with the orga ni zati on ' s
stockholders
b. con fide nee that they will soon be promoted to greater
resp on sibility
c. willingness to help preserve the culture of the organization
d. consent to share material symbols with the other members
of the orga ni zati on
64. An organization ' s culture affects managers by
______________ .
a. providing them with additional decision-making power
b. restricting them from disciplining certain employees
c. encouraging them to bend or even break company rules
d. establishing what is appropriate and expected behavior
CURRENT ORGANIZATIONAL CULTURE ISSUES FACING
MANAGERS
65. Which of the following is most likely to have a highly
ethical
orga ni zati onal culture?
a. a highly aggressive, competitive bus in ess
b. a company with high risk toleranee
c. a bus in ess that focuses strictly on outcomes
d. a bus in ess with outgo ing and frie ndly employees
66. To en courage ethical cultures, man agers should
a. enforce strict discipline policies
b. encourage employees to compete
c. act in their own self-interest
d. serve as visible role models
67. A company that primarily values a strong sense of
purpose through meanin gful
work has a(n) _________________________________________________
orga ni zati onal culture.
a. spiritual
b. customer-responsive
c. ethical
d. innovative
68. Conscientious employees with good listening skills are
highly
valuable
organizational
culture.
a. ethical
b. innovative
c. customer-responsive
d. spiritual
69. An innovative organizational culture is characterized by
all of
the followi ng characteristics except _________________.
a. freedom
b. conformity
c. debates
d. risk taking
70. Workplace spirituality has become importa nt in the con
temporary
workplace because it helps to _________________ .
for building a(n) _________________________